人力资源管理中英文对照外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech firms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not significantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are beneficial to the goals of the firms. Furthermore ,our findings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit e mployees’ in-role behaviors by providing financial and other non-financial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors.IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system.Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also influence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the fulfillment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these findings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have confirmed that violated psychological contracts negatively influence employees’ role behaviors while fulfilled psychological contracts have positive influences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systems and role behaviors. Our results will provide insights regarding the reason for HR sy stems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them specific inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HR system–employee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly.Psychological ContractsInitially, a psychological contract was defined as an implicit, unwritten agreement between parties to respect each other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the followi ng five characteristics: focus ,time frame, stability, scope, and tangibility. Specifically, transactional contracts focus on economic terms, have a specific duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges o f specified performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-specified performance terms. Empirical evidence supports not only the existence of these two different types of psychological contracts, but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly defined jobs,limited training efforts, relatively limited benefits, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts.Hypothesis 2Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such as HR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. In other words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HR systems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individual appropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-role and extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities of an assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide financial and other non-financial, but tangible inducements in exchange for employees’ in-role behaviors.The exchange of financial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive benefits in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that benefit the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. For this reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2005). In other words, to elicit employe es’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system–OCBs relationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs.MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2005).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech firms, and these firms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts significantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personalcontacts and a snowballing technique. All of these companies are publicly held companies or have employees numbering over one hundred. We distributed 75 survey packages to 60 high-tech firms. Each survey package contained an immediate manager questionnaire and five knowledge worker questionnaires. A cover letter for immediate managers attached to each survey package explained the objective of the survey, assured respondents of the confidentiality of their responses, and asked them to randomly select five subordinates to complete the knowledge worker questionnaires. Thirty-two survey packages were returned for a response rate of 42.67%. Specifically,we received questionnaires from 32 immediate managers and 146 knowledge workers from 25 high-tech firms. After deleting incomplete questionnaires and records with unmatched supervisor-worker dyads, we had data from 28 immediate managers and 127 knowledge workers from 25 high-tech firms,representing effective response rates of 47 and 42 percent.Eighty-seven percent of immediate managers were male. The average age was 40 years old, and respondents had on average 11 years (SD = 7.67) of experience in a high-tech field. Twenty-six percent of them had PhD degrees, 52% had master’s degrees, 9% had bachelor’s degrees, and 13% had vocational school diplomas. Compared to immediate managers, 68 percent of knowledge workers were male. The average age of the knowledge worker was 33 years old, with 80 months of work experience. Sixty-four percent of them were engineers, and 29% were R&D professionals. Ten percent had PhD degrees,42% had master’s degrees, 34% had bachelor’s degrees,and 14% had vocational school diplomas.MeasuresCommitment-based HR SystemLepak and Snell’s (2002) twenty-item scale was adopted to measure the extent to which an organiza tion’s HR system nurtured employee involvement and maximized the organization’s return on its HR investment. The original scale was in English. It was translated into Chinese and then back-translated into English (Brislin 1980) by two Chinese bilingual academics. We then gave the English and Chinese versions of the questionnaires to yet another Chinese academic (a professor of HRM) to check whether the Chinese version was accurate. The response scale ranged from 1 (strongly disagree) to 5 (strongly agree). These employees perform jobs that empower them to make decisions.DiscussionOur study contributes to both the human resource management and psychological contract literature in a number of ways. Research results indicated that commitment based HR systems would be significantly and positively associated with their in-role behaviors and OCBs, addingto our understanding of the relationship between HR systems and role behaviors. The results further indicated that relational psychological contracts mediate the relationship between commitment-based HR systems and role behaviors. In other words, when a firm adopts a commitment-based HR system concerning its knowledge workers, the knowledge workers might perceive that they have open-ended employment arrangements based upon mutual trust, thereby, are willing to perform higher level in-role behaviors and OCBs. This finding not only empirically supports Wright and Boswell’s (2002) contention that psychological contracts can be best viewed as the linking mechanism between HR systems and employee behaviors, but also provides a possible explanation as to how a commitment-based HR system influences knowledge workers’ role behaviors.译文：心理契约关于人力资源与行为角色的中介作用：多层次的分析摘要目的：这个研究的目的是剖析心理契约关于人力资源与行为角色的中介作用。
人力资源管理英文课件
•1
•人力资源管理英文
•2
•人力资源管理英文
•3
•人力资源管理英文
•4
•人力资源管理英文
•5
•人力资源管理英文
•6
•人力资源管理英文
•7
•人力资源管理英文
•8
•人力资源管理英文
•9
•人力资源管理英文
•10
•人力资源管理英文
•11
•人力资源管理英文
•12
•人力资源管理英文
•13
•人力资源管理英文
•14
•人力资源管理英文
•15
•人力资源管理英文
•16
•人力资源管理英文
•17
•人力资源管理英文
•18
•人力资源管理英文
•19
•人力资源管理英文
•20
•人力资源管理英文
•21
•人力资源管理英文
•22
•人力资源管理英文
•23
•人力资源管理英文
•24
外文翻译--家族企业发展与人力资源管理
中文4980字本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1原文：家族企业发展与人力资源管理 (1)1 家族企业发展阶段及其特征 (1)1.1 原始家族企业阶段 (1)1.2 纯粹家族企业阶段 (1)1.3 泛家族企业阶段 (2)1.4 现代家族企业阶段 (2)2 家族企业面临人力资源的发展瓶颈 (3)2.1 继承人的挑战 (3)2.2 引进职业经理人的挑战 (3)2.3 人才危机的挑战 (3)3 家族企业人力资源管理策略 (5)3.1 进行组织再造与业务流程重组 (5)3.2 明晰家族产权,加大激励与约束机制的制度创新力度 (5)3.3 培养继承人 (5)3.4 建立家族企业成员的退出机制 (6)3.5 引进职业经理人 (6)2 译文：The Development of Family Businesses and Management of Human Resource (8)1 A family business and its stage of development (8)1.1 The original family business stage (8)1.2 Purely family business stage (9)1.3 The Pan-Family Enterprises stage (9)1.4 Modern Family Enterprises stage (10)2 And the family enterprises are facing the development of human resources bottleneck (11)2.1 The challenges successor (11)2.2 The introduction of professional managers challenges (11)2.3 The challenges personnel crisis (12)3 And the family enterprise human resource management strategies (13)3.1 Recycling organizations and business process reengineering (13)3.2 Clarifying the family property (14)3.3 Train successors (14)3.4 Establishment of members of the family enterprises withdrawal mechanism (15)3.5 The introduction of professional managers (15)译文：家族企业发展与人力资源管理摘要从家族企业发展特征来看,家族企业面临着人力资源发展瓶颈,主要表现为培养继承人挑战、引进职业经理人以及建立人才激励约束机制的挑战。
薪酬管理体系中英文对照外文翻译文献
薪酬管理体系中英文对照外文翻译文献XXX people。
XXX enterprise management。
as it has a XXX attract。
retain。
and motivate employees。
particularly key talent。
As such。
it has XXX。
retain。
objective。
XXX on the design of salary XXX.2 The Importance of Salary System DesignThe design of a salary system is XXX's success。
An effective salary system can help attract and retain employees。
XXX。
XXX them to perform at their best。
In contrast。
a poorly designed salary system can lead to employee n and XXX。
which can XXX.To design an effective salary system。
XXX factors。
including the industry。
the enterprise's size and stage of development。
and the specific needs and goals of the XXX。
XXX.3 XXXXXX。
XXX incentives can help align the XXX with those of the enterprise and its shareholders。
XXX to perform at their best.When designing equity incentives。
绩效考核中英文对照外文翻译文献
绩效考核中英文对照外文翻译文献(文档含英文原文和中文翻译)绩效考核与员工满意摘要：绩效考核通常也称为业绩考评或“考绩”，是针对企业中每个职工所承担的工作，应用各种科学的定性定量的方法，对职工行为的实际效果及其对企业的贡献或价值进行考评。
绩效考核作为一种有效的企业管理手段，在企业管理中发挥着非常重要的作用，是企业人力资源管理的核心。
本文对当前我国绩效考核中存在的问题做了详细的分析。
针对问题，文章提出从绩效考核的各个角度进行控制，从而确保绩效考核高效到位，最终发挥人力资源管理的作用。
关键词：绩效考核问题分析建议21世纪是知识经济时代，随着经济竞争的加剧，人们越来越认识到人力资源是当今时代经济发展的第一资源。
随着人力资源管理在中国企业的发展的日趋成熟,绩效管理作为人力资源管理的重要组成部分在企业内部的地位也越发重要。
绩效考核是人力资源管理的核心问题之一，是保障并促进企业内部管理机制有序运转，实现企业各项经营管理目标所必须进行的一种管理行为。
美国组织行为学家约翰·伊凡斯维其认为，绩效考核可以达到以下八个方面的目的：为员工的晋升、降职、调职和离职进行评估；组织对员工的绩效考评的反馈；对员工和团队对组织的贡献进行评估；为员工的薪酬决策提供依据；对招聘选择和工作分配的决策进行评估；了解员工和团队的培训和教育的需要；了解员工和团队的培训和教育的需要；对工作计划、预算评估和人力资源规划提供信息。
绩效考核是企业管理员工的有效手段,也是主要途径,在企业管理中具有不可替代的核心地位。
但是,现在有很多企业的绩效考核与企业的发展策略相脱节,企业绩效考核体系也只是一个空壳而已,根本达不到对员工进行考核的目的,甚至还适得其反,导致人才流失。
因此，对企业的绩效考核工作进行分析，找出存在的问题，并解决这些问题成为企业势在必行的工作。
1当前绩效考核中存在问题及原因分析1.1对绩效考核的认识不充分（1）认为绩效考核只是人力资源部的事。
人力资源外文翻译--人力资源培训、劳动关系管理人员以及相关专业人才
Occupational Outlook Handbook, 2010-11 EditionHuman Resources, Training, and Labor Relations Managers and SpecialistsNature of the WorkTraining, Other Qualifications, and AdvancementEmploymentJob OutlookProjectionsEarningsWagesRelated OccupationsSources of Additional InformationSignificant PointsThe educational backgrounds of these workers vary considerably, reflecting the diversity of duties and levels of responsibility.College graduates and those who have earned certification should have the best job and advancement opportunities.Human resources occupations require strong interpersonal skills.Much faster than average growth is expected during the projection period.Nature of the Work About this sectionEvery organization wants to attract, motivate, and retain the most qualified employees and match them to jobs for which they are best suited. Human resources, training, and labor relations managers and specialists provide this connection. In the past, these workers performed the administrative function of an organization, such as handling employee benefits questions or recruiting, interviewing, and hiring new staff in accordance with policies established by top management. Today's human resources workers manage these tasks, but, increasingly, they consult with top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies.In an effort to enhance morale and productivity, limit job turnover, and help organizations increase performance and improve results, these workers also help their companies effectively use employee skills, provide training and development opportunities to improve those skills, and increase employees' satisfaction with their jobs and working conditions. Although some jobs in the human resources field require only limited contact with people outside the human resources office, dealing with people is an important part of the job.There are many types of human resources, training, and labor relations managers and specialists. In a small organization, a human resources generalist may handle all aspects of human resources work, and thus require an extensive range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employer's needs.In a large corporation, the director of human resources may supervise several departments, each headed by an experienced manager who most likely specializes inone human resources activity, such as employment and placement, compensation and benefits, training and development, or labor relations. The director may report to a top human resources executive. (See top executives elsewhere in the Handbook.) Employment and placement. Employment and placement managers supervise the recruitment, hiring, and separation of employees. They also supervise employment, recruitment, and placement specialists, including employment interviewers. Employment, recruitment, and placement specialists recruit and place workers. Recruitment specialists maintain contacts within the community and may travel considerably, often to job fairs and college campuses, to search for promising job applicants. Recruiters screen, interview, and occasionally test applicants. They also may check references and extend job offers. These workers must be thoroughly familiar with their organization, the work that is done, and the human resources policies of their company in order to discuss wages, working conditions and advancement opportunities with prospective employees. They also must stay informed about equal employment opportunity (EEO) and affirmative action guidelines and laws, such as the Americans with Disabilities Act.Employment interviewers—whose many job titles include human resources consultants, human resources development specialists, and human resources coordinators—help to match employers with qualified jobseekers. Similarly, employer relations representatives, who usually work in government agencies or college career centers, maintain working relationships with prospective employers and promote the use of public employment programs and services.Compensation, benefits, and job analysis. Compensation, benefits, and job analysis specialists administer compensation programs for employers and may specialize in specific areas such as pensions or position classifications. For example, job analysts, occasionally called position classifiers, collect and examine detailed information about job duties in order to prepare job descriptions. These descriptions explain the duties, training, and skills that each job requires. Whenever a large organization introduces a new job or reviews existing jobs, it calls upon the expert knowledge of job analysts.Occupational analysts research occupational classification systems and study the effects of industry and occupational trends on worker relationships. They may serve as technical liaisons between companies or departments, government, and labor unions.Establishing and maintaining a firm's pay structure is the principal job of compensation managers. Assisted by compensation analysts or specialists, compensation managers devise ways to ensure fair and equitable pay rates. They may participate in or purchase salary surveys to see how their firm's pay compares with others, and they ensure that the firm's pay scale complies with changing laws and regulations. In addition, compensation managers often oversee the compensation side of their company's performance management system. They may design reward systems such as pay-for-performance plans, which might include setting merit pay guidelines and bonus or incentive pay criteria. Compensation managers also might administer executive compensation programs or determine commission rates andother incentives for corporate sales staffs.Employee benefits managers and speci alists administer a company’s employee benefits program, notably its health insurance and retirement plans. Expertise in designing, negotiating, and administering benefits programs continues to take on importance as employer-provided benefits account for a growing proportion of overall compensation costs, and as benefit plans increase in number and complexity. For example, retirement benefits might include defined benefit pension plans, defined contribution plans, such as 401(k) or thrift savings plans and profit-sharing or stock ownership plans. Health benefits might include medical, dental, and vision insurance and protection against catastrophic illness. Familiarity with health benefits is a top priority for employee benefits managers and specialists, because of the rising cost of providing healthcare benefits to employees and retirees. In addition to health insurance and retirement coverage, many firms offer employees life and accidental death and dismemberment insurance, disability insurance, and benefits designed to meet the needs of a changing workforce, such as parental leave, long-term nursing or home care insurance, wellness programs, and flexible benefits plans. Benefits managers must keep abreast of changing Federal and State regulations and legislation that may affect employee benefits. Working with employee assistance plan managers or work-life coordinators, many benefits managers work to integrate the growing number of programs that deal with mental and physical health, such as employee assistance, obesity, and smoking cessation, into their health benefits programs. Employee assistance plan managers, also called employee welfare managers or work-life managers, are responsible for a wide array of programs to enhance employee safety and wellness and improve work-life balance. These may include occupational safety and health standards and practices, health promotion and physical fitness, medical examinations and minor health treatment, such as first aid, flexible work schedules, food service and recreation activities, carpooling and transportation programs such as transit subsidies, employee suggestion systems, child care and elder care, and counseling services. Child care and elder care are increasingly significant because of growth in the number of dual-income households and the older population. Counseling may help employees deal with emotional disorders, alcoholism, or marital, family, consumer, legal, and financial problems. Some employers offer career counseling and outplacement services. In some companies, certain programs, such as those dealing with physical security or information technology, may be coordinated in separate departments by other managers. (See administrative services managers elsewhere in the Handbook.)Training and development. Training and development managers and specialists create, procure, and conduct training and development programs for employees. Managers typically supervise specialists and make budget-impacting decisions in exchange for a reduced training portfolio. Increasingly, executives recognize that training offers a way of developing skills, enhancing productivity and quality of work, and building worker loyalty. Enhancing employee skills can increase individual and organizational performance and help to achieve business results. Increasingly, executives realize that developing the skills and knowledge of its workforce is a business imperative that cangive them a competitive edge in recruiting and retaining high quality employees and can lead to business growth.Other factors involved in determining whether training is needed include the complexity of the work environment, the rapid pace of organizational and technological change, and the growing number of jobs in fields that constantly generate new knowledge and, thus, require new skills. In addition, advances in learning theory have provided insights into how people learn and how training can be organized most effectively.Training managers oversee development of training programs, contracts, and budgets. They may perform needs assessments of the types of training needed, determine the best means of delivering training, and create the content. They may provide employee training in a classroom, computer laboratory, or onsite production facility, or through a training film, Web video-on-demand, or self-paced or self-guided instructional guides. For live or in-person training, training managers ensure that teaching materials are prepared and the space appropriately set, training and instruction stimulate the class, and completion certificates are issued at the end of training. For computer-assisted or recorded training, trainers ensure that cameras, microphones, and other necessary technology platforms are functioning properly and that individual computers or other learning devices are configured for training purposes. They also have the responsibility for the entire learning process, and its environment, to ensure that the course meets its objectives and is measured and evaluated to understand how learning impacts performance.Training specialists plan, organize, and direct a wide range of training activities. Trainers consult with training managers and employee supervisors to develop performance improvement measures, conduct orientation sessions, and arrange on-the-job training for new employees. They help employees maintain and improve their job skills and prepare for jobs requiring greater skill. They work with supervisors to improve their interpersonal skills and to deal effectively with employees. They may set up individualized training plans to strengthen employees’ existing skills or teach new ones. Training specialists also may set up leadership or executive development programs for employees who aspire to move up in the organization. These programs are designed to develop or “groom” leaders to replace those leaving the organization and as part of a corporate succession plan. Trainers also lead programs to assist employees with job transitions as a result of mergers or consolidation, as well as retraining programs to develop new skills that may result from technological changes in the work place. In government-supported job-training programs, training specialists serve as case managers and provide basic job skills to prepare participants to function in the labor force. They assess the training needs of clients and guide them through the most appropriate training. After training, clients may either be referred to employer relations representatives or receive job placement assistance.Planning and program development is an essential part of the training specialist's job. In order to identify and assess training needs, trainers may confer with managers and supervisors or conduct surveys. They also evaluate training effectiveness to ensure that employees actually learn and that the training they receive helps the organizationmeet its strategic goals and achieve results.Depending on the size, goals, and nature of the organization, trainers may differ considerably in their responsibilities and in the methods they use. Training methods also vary by whether the training predominantly is knowledge-based or skill-based or sometimes a combination of the two. For example, much knowledge-based training is conducted in a classroom setting. Most skill training provides some combination of hands-on instruction, demonstration, and practice at doing something and usually is conducted on a shop floor, studio, or laboratory where trainees gain experience and confidence. Some on-the-job training methods could apply equally to knowledge or skill training and formal apprenticeship training programs combine classroom training and work experience. Increasingly, training programs involve interactive Internet-based training modules that can be downloaded for either individual or group instruction, for dissemination to a geographically dispersed class, or to be coordinated with other multimedia programs. These technologies allow participants to take advantage of distance learning alternatives and to attend conferences and seminars through satellite or Internet communications hookups, or use other computer-aided instructional technologies, such as those for the hearing-impaired or sight-impaired. These are based on the progress of the human resources training and improvement. The analysis in this edition of the OOH is based on the 2008-18 employment projections and includes May 2008 wages from the Occupational Employment Statistics (OES) survey. The 2012-13 OOH to be released in late March 2012 will reflect employment projections to 2020 (released on February 1, 2012) and an updated education and training classification system. It also will include May 2010 wages from the OES.人力资源培训、劳动关系管理人员以及相关专业人才重点要点这些工人们的教育背景有很大的不同，反映了培训的多样性的义务和责任水平。
人力资源管理基础【外文翻译】
外文翻译Fundamentals of Human Resource Management Material Source:Fundamentals of Human Resource Management Author: RaymondA.Noe JohnR.Hollenbeck Barry Gerhart PatrickM.WrighSKILLS OF HRM PROFESSIONALSWith such varied responsibilities,the human resource department needs to bring together a large pool of skills.These skills fall into the four basic categories shown in Figure1.4:human relations skills,decision making skill,leadership skills,and technical skills.Human Relations SkillsThe ability to understand and work well with other people is important to virtually any career,but human relations skills have taken on new significance for human resource management today.As organizations’managemers increasingly appreciate the significance of human resources,many are calling for HRM to become the “source of people expertise”in the organization.HR managers therefore need knowledge of how people can and do play a role in giving the organization an advantage against the competition,as well as of the policies,prog rams,and practices that can help the organization’s people do so.Some of the human relations skills that are particularly important for today’s HR professionals are communicating,negotiating,and team development.Decision-Making SkillsHuman resource managers must make a wide variety of decisions that affect whether employees are qualified and motivated and whether the organization is operating efficiently and complying with the law.Especially at organizations that give HRM departments a role in supporting strategy,HR decision makers also must be able to apply decision making skills to strategic issues.This requires knowledge of the organization’s line of business and the ability to present options in terms of costs and benefits to the organization,stated in terms of dollars. Decisions must also take into account social and ethical implications of the alternatives.The“HR HOW TO”box describes some of the decisions involved when a company wants to include interns in its workforce.Leadership SkillsThrough their knowledge,communication skills,and other abilities,HR managers need to play a leadership role with regard to the organization’s human resource.In today’s environment, leadership often requires helping the organization managechange.Fulfilling this leadership role includes diagnosing problems,implementing organizational changes,and evaluatingresults,especially in terms of employees’ skills and attitudes.Changes typically produce conflict,resistance,and confusion among the people who must implement the new plans or programs.HR professionals must oversee the change in a way that ensure success.HRM provides tools for overcoming resistance to change, teaching employees to operate under new conditions,and even encouraging innovation. A survey of large corporations found that in 87 percent of the companies,organization development and change were managed by the HR department.Technical SkillsIn any field,including management,“technical skills”are the speccialized skills of that field.In humanresource management,professionals need knowledge of state of the art practices in such areas as staffing, development,rewards,organizational design,and communication.New selection techniques,performance appraisal methods,training programs,and incentive plans are constantly being developed.These developments often include the use of new software and computer systems.New laws are passed every year,and technical skills require knowledge of how to comply.Professionals must be able to evaluate the worth of the techniques that are available for carrying out HRM activities.Some of the new methods and tools will provide value to the organization,whereas others may be no more than the HRM equivalent of snake oil.HRM professionals must be able to critically evaluate new techniques in light of HRM principles and business value to determine which are beneficial.HUMAN RESOURCES AND COMPANY PERFORMANCEManagers and economists traditionally have seen human resource management as a necessary expense,rather than as a source of value to their organizations.Economic value is usually associated with capital-cash,equipment, technology,and facilities.However,.research has demonstrated that HRM practices can be valuable. Decisions such as whom to hire,what to pay,what training to offer,and how to evaluate employee performance directly affect employees’motivation and ability to provide goods and services that customers panies that attempt to increase their competitiveness by investing in new technology and promoting quality throughout the organization aslo invest in state of the art staffing,training,and compensation practices.The concept of “human resource management”implies that employees are resources of the employer.As a type of resource,human capital means the organization’s employees,d escribed in term of their training,experience,judgement,intelligence,relationships,and insight-the employee characteristics that can add economic value to the organization.In other words,whether it manufactures automobiles or forecasts the whether,for an organization to succeed at what itdoes,it needs employees with certain qualities,such as particular kinds of training and experience.This view means employees in today’s organizations are not interchangeable,easily replaced parts of a system but the source of the company’s success or failure.By influencing who works for the organization and how those people work,human resource management therefore contributes to such basic measures of an organization’s success as quality,profitability,and customer satisfaction..RESPONSIBILITIES OF HUMAN RESOURCE DEPARTMENTS In all but the smallest organizations,a human resource department is responsible for the functions of human resource management.On average,an organization has one HR staff person for every 100 employees served bu the department.Table1.1 details the responsibilities of human resource departments.SOURCE:Based on SHRM-BNA Survey No.66“Policy and Practice Forum:Human Resource Activities,Budgets,and Staffs,2000-2001,”Bulletin to management,Bureau of National Affairs Policy and Practice Series(Washington,DC:Bureau of National Affairs,June 28,2001) Although the human resource department has responsibility for these areas,many of the tasks may be performed by supervisors or others inside or outside the organization.No two human resource departments have precisely the same roles because of differences in organization sizes and characteristics of the workforce,the industry,and management’s values.In some companies,the HR department handles all the activities listed in Table1.1.In others,it mayshare the roles and duties with managers of other departments such as finance,operations, or information technology.In some companies,the HR department actively advises top management.In others,the department responds to top –level management decisions and implements staffing,training,and compensation activities in light of company strategy and polies.译文人力资源管理基础资料来源:人力资源管理基础作者：RaymondA.Noe著人力资源专业人员的技能由于人力资源部门承担着各式各样的职责,需要集中运用大量的技能。
人力资源管理文献英文
人力资源管理文献英文Human resource management literature refers to a diverse range of materials, including books, research papers, articles, and case studies that explore various aspects of HR management. The literature discusses the strategies, policies, and practices used by organizations to manage their human capital effectively and efficiently. The following document discusses the various components of the human resource management literature, which are essential for organizations to build and maintain a sustainable workforce.Recruitment and SelectionRecruitment and selection are critical components of human resource management. An effective recruitment process helps organizations identify and hire talented employees who can contribute to the organization's success. In contrast, poor recruitment practices can lead to high employee turnover rates, decreased morale, and reduced productivity. The recruitment process involves creating job descriptions, advertising job openings, screening resumes, interviewing candidates, and finally making job offers. Organizations may use various recruitment methods, such as social media, job portals, and employee referrals, to attract potential employees.Selection is the process of choosing the most suitable candidate for a job based on specific criteria. Selection processes include conducting background checks and skills assessments. The literature suggests that organizations should use valid and reliable selection methods to ensure that they are hiring the right people for the job. This is particularly important as poor recruitment and selection processes often result in high levels of employee turnover and a reduction in employee morale and productivity.Training and DevelopmentTraining and development are essential components of human resource management. Organizations invest in employee training and development to enhance their skills, knowledge, and abilities, thereby improving productivity and organizational performance. The literature suggests that employee training and development should be an ongoing process rather than aone-time event. The training process involves identifying training needs, designing training programs, and implementing and evaluating training programs. Development programs aim to prepare employees for future roles, and these may include mentoring, job rotations, and leadership training.Performance ManagementPerformance management is another critical component of human resource management. It is the process of evaluating employee performance and providing feedback to help employees improve. Performance management involves settingperformance goals, monitoring progress, and providing feedback to employees. The literature suggests that an effective performance management system has several benefits, including improved productivity, increased employee engagement, and reduced time spent on employee disciplinary procedures.Compensation and BenefitsCompensation and benefits are the incentives that organizations offer employees to attract them and retain them. The literature suggests that compensation and benefits should be fair and equitable, based on job responsibilities and market trends. The compensation and benefits package should be reviewed and updated regularly to ensure that it remains attractive to potential employees. The benefits package may include health insurance, retirement plans, vacation and sick leave policies, and other perks aimed at motivating employees.ConclusionIn conclusion, the human resource management literature provides organizations with insights into how to manage their human capital effectively. The literature has identified several components that are essential for organizations to build and sustain a high-performing workforce. These include recruitment and selection, training and development, performance management, and compensation and benefits. An effective human resource management system that integrates thesecomponents can help organizations achieve their strategic objectives and maintain a competitive edge.。
外文翻译---人力资源管理系统
附录Ⅰ英文原文Human resource management systemOperators have especially exigent demands of persons with ability. Under the condition that qualified persons with ability cannot completely be obtained outside enterprise, the problem of upgrading enterprise internal staff’s working capacity and the ultim ate improvement of enterprise’s rapid responding capacity and well execution need to be solved as soon as possible. Therefore, operators need to establish staff certification system so as to implement comprehensive post capacity certification of each post staff within the enterprise and sufficiently coordinate the system with training management system to confirm training effects. Simultaneously, training management system pertinent to the existing staff within the enterprise is required to be established and organization, duty, process and system which training management involves should be made clear to guarantee that the internal resources can be sufficiently and reasonably utilized to upgrade the internal staff’s working capacity. So,the Human Resource Management System comes out.A Human Resource Management System (HRMS, EHRMS), Human Resource Information System (HRIS), HR Technology or also called HR modules, or simply "Payroll", refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software. On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makesthis software application both rigid and flexible.The function of Human Resources departments is generally administrative and not common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of "Human Capital" has progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the client–server architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the low capital investment necessary to buy or program proprietary software, these internally-developed HRMS were unlimited to organizations that possessed a large amount of capital. The advent of client–server, Application Service Provider, and Software as a Service or SaaS Human Resource Management Systems enabled increasingly higher administrative control of such systems. Currently Human Resource Management Systems encompass:1.Payroll1.Work Time2.Benefits Administration3.HR management Information system4.Recruiting5.Training/Learning Management System6.Performance Record7.Employee Self-ServiceThe payroll module automates the pay process by gathering data on employeetime and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. This module can encompass all employee-related transactions as well as integrate with existing financial management systems.The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labor distribution capabilities and data analysis features was outdated. Cost analysis and efficiency metrics are the primary functions.The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement.The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields, notify employers and provide position management and position control not in use. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization. Initially, businesses used computer based information systems to: ☆produce pay checks and payroll reports;☆maintain personnel records;☆pursueTalent Management.Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. Talent Management systems typically encompass:☆analyzing personnel usage within an organization;☆identifying potential applicants;☆recruiting through company-facing listings;☆recruiting through online recruiting sites or publications that market to both recruiters and applicants.The significant cost incurred in maintaining an organized recruitment effort, cross-posting within and across general or industry-specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated Applicant Tracking System, or 'ATS', module.The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a Learning Management System if a stand alone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials are available to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticated LMS allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics.The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel. The module also lets supervisors approve O.T. requests from their subordinates through the system without overloading the task on HR department.Many organizations have gone beyond the traditional functions and developed human resource management information systems, which support recruitment, selection, hiring, job placement, performance appraisals, employee benefit analysis, health, safety and security, while others integrate an outsourced Applicant Tracking System that encompasses a subset of the above.译文人力资源管理系统操作人员随着能力的要求来增加容量。
人才流失外文翻译文献
人才流失外文翻译文献(文档含英文原文和中文翻译)译文：吸引和留住人才摘要吸引人才和留住人才，是企业成功的关键。
企业最重要的资源，就是优秀雇员，他们不断提升工作技能，为企业和顾客带来更大的价值。
本文论述的是如何吸引和留住人才来保持竞争力，以及如何打造持续繁荣发展的企业环境。
关键词：吸引，留住，人才，环境，竞争力1 吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。
这样的预言在当今竞争越来越激烈的商界中已经得到验证。
人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。
当“新手”雇员加入工作岗位，必然有各种问题随之产生。
因此，吸引和留住企业中的优秀雇员十分重要。
高效率的雇员就是令人满意的雇员。
这样的人才能为企业创造更好的业绩。
企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。
首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。
同时要关注表现欠佳的员工，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚明白自己的工作职责。
如果员工的表现没有达到预定的要求，企业管理者应明确地反馈给员工知道。
大卫·格洛斯是Power & Control Automation公司的客户代表。
该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。
他提出以下的观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。
除了福利和报酬之外，雇员还需要对公司有一份信心。
他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。
”格洛斯认为安全感是区分好企业与坏企业的一大特点。
“优秀的雇员具有积极的态度和可培训性，他们有良好的工作记录，能与他们合作融洽。
作为小型的企业，我们可以更加灵活，并且我们很自豪能给雇员提供家庭般和谐友好的氛围，较有自我管理的风格。
薪酬管理与员工激励 外文文献翻译
文献出处：Adeoye A O, Elegunde A F. Compensation Management and Motivation: Cooking utensils for Organisational Performance[J]. Mediterranean Journal of Social Sciences, 2014, 5(27): 88-97.第一部分为译文，第二部分为原文。
默认格式：中文五号宋体，英文五号Times New Roma，行间距1.5倍。
薪酬管理与员工激励：组织绩效的实现方式摘要：组织绩效的实现对组织的可持续性和持续存在至关重要。
而这个前提是员工有良好的薪酬和积极性的职能，因此薪酬管理和员工员工激励应与组织的愿景，使命和目标保持一致。
在这样做的过程中，组织绩效的实现也变得简单化了，同时还减少旷工，劳员工激励流动，工业动荡等。
有效和充分的薪酬管理和员工的积极性将提高组织的生产力和组织形象。
为了吸引，聘请和留住熟练员工，确保实现组织绩效，因此，建议对薪酬方案进行定期更改。
关键词：薪酬管理，员工激励，组织绩效引言在今天的全球化世界中，任何组织在竞争对手中都具有竞争优势，必须有一个强大的薪酬战略来吸引，激励人们加入公司。
组织需要制定一个方案，促进绩效提升系统，导致员工的最佳管理和发展，从而提高其竞争优势，使人力资源管理与组织绩效之间的联系成为人类领域的突出问题人力资源实践核心职能领域的资源管理。
这些做法包括人员配置，考绩，培训与发展，人力策划，员工管理参与和薪酬管理。
值得注意的是，管理文献中可以看到薪酬管理与绩效之间的关系。
人们普遍认为，如果对薪酬进行适当的管理，个人可以有员工激励去执行，从而对组织绩效产生积极的影响（Tsai，2005）薪酬管理是一种全球性的现象，决定了员工的聘用和保留，以达到组织目标，以及个人雇员的目标，也被用作控制手段，是个人参与的基础（Greckhamer，2011 ; Xavier，2014）。